I was recently interviewed by Jack Sweeney for his podcast series called CFO Thought Leader. This was the fourth time I was interviewed by Sweeney, and I enjoyed our conversation once again. I believe you will find the conversation interesting and relevant.

Here are some of the questions addressed in this podcast. (You can listen via the Youtube window on this page, you can download the file or find the iTunes link below)

How involved is the Board when hiring a CFO?

How can a CFO hire go wrong?

How can a CFO going through a hiring process work through the CEO/Board dynamics?

What advice do you offer CFO candidates before their first interview?

If a CFO hire is going to happen, what is the time frame to make it happen?

How do you help CFOs with executive coaching?

What advice would you give a CEO trying to evaluate a CFO candidate?

What part do part-time CFOs play in the market today?

When is the right time for a company to hire their first real CFO?

Who engages an executive search firm for a CFO hire?

What advice do you have for senior finance executives that want to build relationships outside their business?

If any of these topics are of interest to you, you will find this podcast to be worth listening to. (29 minutes)

Which comments resonate most with you? Let me know what you think below, or email me.

I was recently interviewed by Jack Sweeney for his podcast series called CFO Thought Leader. This was the fourth time I was interviewed by Sweeney, and I enjoyed our conversation once again. I believe you will find the conversation interesting and relevant.

Here are some of the things that were discussed. (You can listen via the Youtube window on this page, you can download the file or find the iTunes link below)

Are CFOs diligent enough in their due diligence prior to accepting a new CFO role?

The impact of tone from the top on CFOs.

The importance of CEO/CFO chemistry for a CFO job seeker.

How CFOs and CEOs can work together successfully.

What CFOs in the job wish they knew before they accepted the job.

The challenges of building the right Finance team as a new CFO.

If any of these topics are of interest to you, you will find this podcast to be worth listening to. (25 minutes)

Which comments resonate most with you? Let me know what you think below, or email me.

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As someone who creates content aimed at the CFO and other senior finance executives, understanding what Senior Financial Officers like to consume as content is important. There is a lot of different types of content out there. Traditional content creators like TV, newspapers and magazines are no longer the only providers of professionally oriented content. Professional services firms, associations and groups, software providers and anyone that wants to get the attention of a Chief Financial Officer is creating content to catch the attention of this Very Important Decision Maker.

When preparing to write my book, Guide to CFO Success, I created a CFO Advisor group to seek the opinions of senior finance executives and learn from their actual experiences. As part of my ongoing quest in providing fresh and relevant Finance oriented content, I reconstituted my CFO Advisor group so that we can all learn and grow.

I recently polled my CFO Advisors on their content habits, and will be sharing some of their insights over the coming weeks.

As you can see from the graph, about half of my CFOs do listen to podcasts, while 12% of them tune in to podcasts on a regular basis.

It is interesting to see that CFOs are beginning to take a shine to the podcast as a form of content delivery. To get a better understanding of the value CFOs are getting from podcasts, as well as the future of podcasting focusing on senior finance executives, I spoke with Jack Sweeney, host of CFO Thought Leader, a series of podcasts sharing firsthand lessons from leading Chief Financial Officers. I had the opportunity to be interviewed twice by Jack for his CFO Thought Leader podcasts, and appreciated his insights and questions, which led to the creation of valuable content of interest to the CFO.

“Like many people, my “content consuming” behavior has entered a period of great change. I find I’m adopting the ways of my teenagers (early adopters). We depend almost exclusively on our TV’,s DVR and we take an iPad on family trips so we can access Netflix anytime and anywhere. Meanwhile, I’ve begun to listen to the NPR podcast on weekends simply because I added the app to my iPhone.

I find that there is a noticeable shift in my behavior and meanwhile, from everything I’ve read I’m not alone. Why would the behavior of CFOs be any different? Clearly, it’s not, and while CFOs may be laggards when it comes to behavioral changes, they are without question changing their behaviors with the rest of us. Also, I’ll mention once again the car industry’s adoption of in-dash apps over the next few years will also quickly grow the podcast listening audience (CFOs included).” – Jack Sweeney

“The continued penetration of smartphones in America is changing behavior significantly. We are now seeing activities that were dominated by desktop usage in 2013, flip dramatically to become mobile behaviors. For millions of Americans, the smartphone has become ‘the first screen.’”

Podcasting is just one more distribution channel for content of interest to finance executives. Will CFOs choose podcasting as one of the major ways for them to consume relevant and interesting content as time goes on? Is podcasting a great way to get the attention of the busy CFO?

Stay tuned.

Share this:

I was recently interviewed by Jack Sweeney for his podcast series called CFO Thought Leader. This was the second time I was interviewed by Sweeney, and I enjoyed the conversation. I believe you may find the conversation interesting and relevant.

Here are some of the things that were discussed. (You can find the listen to, download or find the iTunes link below)

Helping companies hire their next CFO with the correct chemistry for the company.

Key reasons a company needs to work with an executive search firm to hire their next CFO.

“Today’s CFO is all encompassing. CFOs have to be involved and responsible for everything. As CFO, you need to know what you can and cannot do. The importance of the complete finance team allows you to be as successful as possible.”

Private Equity firms and the influence they have over the placement of CFOs in mid-size market.

“The CFO is a significant part of the valuation of a company.”

The CFO career path – jumping to larger ship vs. niching down.

CFO Hiring – from within the same industry or outside the industry?

If any of these topics are of interest to you, you will find this podcast to be worth listening to. (23 minutes)

Which comments resonate most with you? Let me know what you think below, or privately by email.

How CHROs can benefit from a close relationship with the CFO, as well as how the CFO can benefit from a close relationship with HR. A business partner approach is very effective.

Where should companies find finance talent? Everywhere. The right senior finance talent is much harder to find and attract. Companies cannot afford to hire the wrong CFO. There is not only the cost of hiring wrong, but companies are missing the upside of hiring a great CFO as well.

I had the opportunity to be on a panel at the Bloomberg CFO Conference in New York City on May 20th, 2014. I plan on blogging on my experience at this exciting CFO oriented event soon.

In the mean time, you may enjoy listening to an interview I had on Bloomberg Radio with Carol Massar and Pimm Fox. They asked me about my book, Guide to CFO Success, as well as CFOs and the companies that hire them.

If you like what I had to say, please share your favorite quote and point them to this radio interview.

Chief Financial Officers (CFOs) know that they will not stay in their current role with their current company forever. The CFO needs to ensure that his or her team has the right talent that can be called upon to replace them when they eventually leave the company (or the role of CFO). Strong CFOs also know that they are only as strong as the weakest leader on their team. This session will discuss the right way for the CFO to attract, retain and develop financial leadership talent for their team, while ensuring that they are setting the stage and preparing for their own eventual succession.

Learning Objectives

After attending this webinar you will be able to:

Understand why your success depends on having the best possible leadership talent in your finance team

Learn how to identify which areas to develop your finance leaders for future success

Become aware of the key components necessary to attract, retain and develop your company’s next CFO and other future finance leaders

The Intellectual Xchange Network or IXN is a thought leaders network, by invitation only. IXN members are a select group of professionals, who through their research, writing and relationships are subject matter experts in their fields. As members of the IXN they provide insights, share ideas and help their readers and listeners become better informed on how they and their companies can improve. They are not paid nor are they spokespersons for SAP.

In these conversations, you’ll meet some of the members of the IXN, who will share ideas we hope you’ll find innovative and thought provoking.

This episode of the IXN Thought Leadership Podcast series was recorded February 22, 2013. Today we’re talking about becoming a world-class CFO and Finance team: What it takes, why now, and who’s made it? Our guests are Samuel Dergel, Mary Driscoll and Frank Ciannella.

Samuel Dergel works with Stanton Chase International, and specializes in CFO executive search. He is known as “The CFO Expert” and is a blogger and social media leader on the topic of the chief financial officer. Samuel is currently writing a book for CFOs called Guide to CFO Success: Leadership Strategies for Corporate Financial Professionals, to be published by John Wiley & Sons in 2014.

Mary Driscoll is Senior Research Fellow at the American Productivity & Quality Center. APQC is a Houston-based nonprofit that provides expertise on business process benchmarking and best practices for improving organizational performance. Formerly a senior editor at CFOmagazine, Mary is the author of Cash Management: Corporate Strategies for Profit, published by John Wiley & Sons.

Frank Ciannella is a Director in the Global Analytics Center of Excellence at SAP. He is a Certified Public Accountant and has extensive experience in SAP core financial and costing solutions, as well as planning, consolidation and profitability and analysis solutions. Before coming to SAP he was a senior auditor at a public accounting firm.

Let’s frame the discussion starting with this question: Based on your conversations with CFOs and Finance teams, what pressures are they facing today that could be preventing them from becoming a world-class department? Do you want to start with you, Mary?

Mary Driscoll: Sure. I think that’s a really interesting question because we’ve been studying for many years, what are the dynamics in Finance? To say that Finance has to become a better business partner may strike some as archaic. Certainly, I’ve been talking about that and writing about it for a long time, but in my research, what I find is that many organizations hit a wall on their way up the maturity curve.

When I look at our benchmarks and research, what strikes me is that easily 50% of companies are quite happy to tolerate their Finance operating costs that are two times or even three times more than necessary. Why is that? I think there’s been a long period of lack of willingness to invest in the people, processes and technology that would make Finance not only more efficient, but more effective. That’s really what business needs today; it needs Finance to help them be an analytical competitor.

Donna Papacosta: Samuel, I’m sure you have an opinion on this.

Samuel Dergel: I think that the CFOs need to think of themselves as the CEO of their group. They need to run their Finance group like a business, realizing that they have to do customer service internally and be profitable. Another way of looking at is be cost-effective. To do that, they have to think of themselves as a business, they have to have a strategy for their Finance group, and they have to have a plan. Without these things, they cannot be successful.

Donna Papacosta: Frank, what would you add to that?

Frank Ciannella: I’d like to add a couple of comments around the pressures that CFOs face and my conversations with them. A lot around continuing regulation, whether it’s their home country, other countries, or just some of the regulatory authorities that are put onto the Finance organization. In addition to the changing workforce and what the incoming workforce is expecting from just an analytic and systems capability, the CFO also has to be concerned with deglobalization. It’s not just competing in your home country, it’s about competing globally and understanding who your competitors are. It also extends to the war for talent.

Much to Sam’s point, the CFO needs to be the general manager of the organization as Finance is looked at as a strategic business adviser throughout. I’d say another pressure that the CFOs face is internal. There’s a lot of system inadequacy, so too much of Finance time is being spent on data collection and gathering, and just not enough on high value-add activities. And as Finance supports the organization in the growth mode, they just can’t scale, and have often mentioned to me that that’s one of their major concerns and pressures they feel; just how do they support that growth mode of the organization?

Samuel Dergel: Frank, how many of them have a plan? How many of them really think it through and take the time to work to improve it from a 50,000-foot level, as opposed to trying put out fires on a regular basis?

Frank Ciannella: That’s an excellent point. I’d say the majority of them do not have a plan or they have a plan that they just haven’t been able to execute on. That’s one of the things I like to talk to them about, is putting that plan in place and being very methodical about executing on that, because that’s the only way that Finance is going to help the organization pursue its growth opportunities.

Mary Driscoll: I have a comment on that too. In addition to a plan, I would argue that what really has to be in place is a strong and clear charter that ties the work of Finance to the enterprise mission. For instance, it’s easy to say, “We want to be a great Finance organization. We want to be really efficient and smart. We have metrics that show we’re doing more with less.” But what does that do for the organization? How is that helping the enterprise maximize return on capital? In the best-practice companies that I’ve had the pleasure of studying, it’s uncanny. You see that there’s a clear Finance charter and it includes language about the role of Finance in business decision support. These are not just mission statements that are hung on a wall and ignored; they are vital documents that inform the role of every single person in the organization.

Donna Papacosta: I think you’ve all done a really great job of painting the picture of the current state, so maybe we could move toward some of the contributing factors that can help to create this really effective Finance function. I know you can all touch on talent, skills, processes, best practices, systems, tools, all that. I don’t know who wants to start there.

Mary Driscoll: I’d say if there’s a lack of commitment from the top, you can just about forget about it, because in order to make any traction at all, there will have to be investments in process and people. Take for example, the process of financial reporting. It’s scary to see how many organizations are still reliant on manual data entry, spreadsheets, and have just not stepped up to the plate and said, “We’ve got to automate this process and put in some workflow technology to take the risk out of this.” Why that is, it baffles me, but you’ve got a lot of very talented Finance people using age-old techniques and tools. It just doesn’t make any sense, given the risks of error. Sam?

Samuel Dergel: People are a key component, but it requires, from my perspective, three: People, process, technology. These three components need to be able to work together. On the people side, having the talent that you need is very important. The challenge is, and you bring it up, Mary, that many people within the organization are using ways that aren’t effective anymore, but where does that come from? The CFO is a leader of the Finance organization. The CFO needs a handful of strong lieutenants across the board. If they want to be able to deliver value to the rest of the organization, at the executive level in Finance, it can’t just be about the continuous monthly, quarterly, year cycle; that’s part of it, but in terms of delivery. But it really needs to be addressed as to how do you actually get there? If you don’t have visionary Finance people that can’t see where it can go and they’re just used to doing it because that’s what was always done, the CFO’s going to suffer and the organization is going to suffer.

Mary Driscoll: Sam, that’s right. If I just may jump in here; take the example of planning, budgeting, and forecasting. In this day and age when businesses are moving at the speed of lightning, it baffles me to think that companies are still relying on an annual budget as a primary performance management tool. That just doesn’t make any sense when it’s clear that to be resilient, businesses have to respond to fast-moving market changes. Finance, in order to be part of the solution, has to be able to refresh its forecast and help the company navigate or get back on track when it’s fallen off track using driver-based planning and techniques of that sort.

Samuel Dergel: From my perspective, from a talent perspective, it really is a question of having the leaders making it work and not just accepting the way it’s always been. It takes effort and it takes time, but without the leadership getting in control of that, it will just continue in a vicious circle.

Frank Ciannella: I think that those are excellent points. I’ll even add something from a little bit different slant; maybe capitalize on what Mary mentioned. When I look at what can really help them become world class, I think of what capabilities do they have from a solution or systems and tools. What I find too many times is that what they have just isn’t easy to use; it’s not user friendly.

I think, if you look at from a Finance investment, it’s investing in capabilities that are very easy to use, very user friendly of course, easy to maintain, even from Finance. You don’t need to go back to an IT organization or elsewhere in the organization and wait for a month to get your capabilities met, because business is changing too fast. The ability to keep up with that, to go reforecast within a matter of hours or within the same day is critically important. So having these capabilities that are easy to use, very user friendly, very process-centric is really, really critical.

What I’m starting to see also is Finance organizations starting to gain much more interest in mobility; how can I enable my workforce, my Finance directors and VPs to work from anywhere at any time, having access to these systems and tools that make them most effective? I think of mobility capabilities, as well.

Donna Papacosta: We’re tackling a big subject here I understand, but I’m wondering if you can share some examples that you’ve seen where Finance teams are evolving to this more efficient status and overcoming some of the challenges that you’ve been describing.

Mary Driscoll: Donna, I’ve got a good example. I was speaking with a CFO the other day who is working with his counterparts in Marketing and Product Development, and doing what he called “layering business intelligence over financial forecasting.” What that means is working with people in Product Development to understand customer behaviors and preferences, and begin to connect the dots between customer shopping behaviors and purchasing behaviors. With that, translating that information, or layering that information, over financial performance forecasts to make revenue forecasts more precise and help the organization as a whole better allocate its marketing dollars, for example, its Product Development dollars.

Donna Papacosta: Samuel or Frank, can you think of an example that would help us to envision this future state?

Frank Ciannella: I would like to add: Whenever I talk to CFOs, one of the first things that comes up and how they’re able to transform their organization, because I work a lot on the financial transformation side, is they really have to have to have the foundation done and essentially running on itself, almost like a factory. What I mean by foundation, it’s the core processes that plant owns, it’s the transactional processing, the general ledger, it’s account reconciliation. Having those processes, those transaction-heavy processes, order to cash for example, having them run, be efficient, be very repeatable, very accurate; and the CFOs have been engaging their own, lately, have been wanting to take that. I’ve seen some of them take that and say, “OK, our next step is we want to then take our close process and shrink it down to as little time as possible.”

So I worked with a large chemical manufacturer in the Midwest that had acquired another company, had their core foundational processes working very well, and I was able to combine, consolidate, and close over 1,700 different legal entities in a matter of hours. They’re looking at it very methodical: Let me focus on my close and consolidation process. Then for this particular company, the next on the roadmap is how do I make my budgeting plan forecasting much more agile, and how do I react much more quickly to changing market conditions?

The examples I’m seeing is really a step. I think sometimes we get enamored with trying to do everything and swallow it all at one time, and it just becomes more of a mess than a true example of world-class Finance. Those are the examples I always like to inject in situations like this, because I think they really speak to the fact that, A, it’s not easy; this is hard stuff, but B, there is a path and customers are blazing that path forward.

Samuel Dergel: There’s recent example I have with a CFO that I work with who was planning to improve the Finance function across the board. My perspective is from a talent perspective, and the CFO asked me to ensure that the leadership and the team had the talent that they needed to be able to move forward. It’s more than just, are they there and are they good people? It’s, can they meet the plan? Do they have the knowledge, skills and abilities to be able to make it work? It comes from the top. When a CFO looks at their talent pool and knows what they have and what they don’t have, that can allow them to make some very effective changes and get them to a world-class state. It has to start somewhere.

Mary Driscoll: Sam, I would add to that that the soft skills are increasingly being underscored by CFOs that are truly committed to continuous process improvement. We did a survey last fall that basically proved that when CFOs make a genuine commitment to raising the so-called “soft skills” – negotiation skills, critical thinking skills, presentation skills. When a commitment is made to those things as well as the nitty-gritty aspects of finance and accounting, when those commitments are true, the people in Finance increasingly are considered to be reliable business partners by folks on the operating side. They’re taken more seriously.

Samuel Dergel: What I do find, and it’s unfortunate, but in many cases in the Finance group, the way that you move from junior, to manager, to director, to VP is by being technical. That’s great to start off. Some people can have the ability to gain those skills if they’re trained. They may not have had the opportunity to get those skills; some aren’t. Unfortunately, too many Finance functions have senior leadership that don’t have the ability to grow in critical soft skill areas. That’s certainly a challenge for the CFO who needs their leadership to step up.

Donna Papacosta: Right. Obviously, this is a situation where there are so many interconnected parts. I’m wondering if – we know that picking the right place to start is important in any kind of improvement initiative. Can each of you provide some advice briefly, as to what areas CFOs could focus on to improve their chances of success at this?

Mary Driscoll: What I do know is that the best-in-class Finance organizations that we find and document in case studies, 9 out of 10 times, you’ll hear them talk in terms of process methodology. You’ll hear them talk about Six Sigma, you’ll hear them talk about Kaizen, you’ll hear them talk about root cause analysis. It’s no coincidence that they get into the top-performance categories, whether it’s in cost efficiency or business partnering. It’s no coincidence that they also very much embrace that process excellence mindset.

Samuel Dergel: I agree that it’s a state of mind. If the CFO can get the Finance team to think about efficiency, effectiveness, customer service-oriented delivery, as Mary pointed out to me and I wrote on one of my blogs, efficient teams cost less. Spending money on talent ends up costing the CFO less. It’s proven, and it’s key. There has to be an effort to improve and make it work.

Frank Ciannella: Yes, Sam, I think you’re 100% right, both you and Mary. Mary, you were talking about the process side of it. Sam, you mentioned earlier, and I completely agree; it’s people, process and technology working together. So where do you start? I think, first off, the mindset is a given; the leadership and driving from the top down is absolutely a given. A lot of things that I advise CFOs on, and I think we all do: What do you have today that you think you can do better? Thinking from a process standpoint, how can you become more efficient, more effective? What are those process improvements? Where can you leverage technology to make your organization a better business partner? Then once you’ve captured those points, going back to the first question we had; what is that roadmap? What is that plan to then start looking at newer capabilities and how you’re going to drive Finance to become that world-class organization so that you routinely are reducing your days sales outstanding? You’re reducing the amount of time spent on your reporting packages every month.

It’s this transformational journey, really, that needs to be put in place. I think there’s very easy places to start, which is just looking at what you have today already and what you can improve upon without a large investment. Then of course, make those improvements, and then put a clear roadmap in place to march forward. Usually, that does take some investment and commitment, but in becoming world-class, that’s what it’s all about.

Donna Papacosta: Frank, that’s a great place to wrap this up, this conversation with you, Samuel, and Mary. I thank you so much for sharing your insights today. I think you’ve given people a lot to think about.

Mary Driscoll: This was fun. Thank you, Donna. Thanks ,everybody.

Samuel Dergel: Very much enjoyed it. Thank you.

Donna Papacosta: Thanks to our guests for today: Samuel Dergel, Mary Driscoll and Frank Ciannella. Until next time, this is Donna Papacosta for the IXN Thought Leadership Podcast Series. Be sure to look for the podcast on iTunes.